Exposure Calculator
This SIF Exposure Calculator enables you to calculate the probability of you observing an exposure/success event on site given the information you have provided about your crews, projects, and businesses. To be able to use the SIF Exposure Calculator, you need to provide at least the CREW information. Adding information about your BUSINESS and PROJECT will make your predictions better.
Guide
Input Survey
Output & Interpretation
Additional Resources
More Info...
Contact:
Please email Elif Erkal, elog7097@colorado.edu to
- Report bugs
- Give feedback on the calculator
- Request additional resources
- General questions or concerns
Liability Statement:
The SIF Exposure Calculator is developed to provide analytical services only. All estimates, predictions and recommendations provided through the SIF Exposure Calculator are to be only used for informational purposes for industry professionals, and at the sole discretion of the user. The developer team (Elif Erkal, Ayoub Ghriss, Alfonso Bastias) and CSRA, shall not accept any liability for the implementation of estimates, predictions, and recommendations provided.
What we predict
The Exposure Calculator predicts High Energy and Controls Assessments (HECA) that results in either a success or exposure case for an observed crew on task.
Success: When all identified High-Energy Hazards have a corresponding Direct Control.
Exposure: When one or more than of the identified High-Energy Hazards do not have a corresponding Direct Control.
High Energy Hazard
Direct Control
Criteria 1: Target to the high-energy hazard.
Criteria 2: Effectively mitigates to the high-energy hazard when installed, verified, and used properly.
Criteria 3: Effective even if there is unintentional human error during the work (unrelated to the installation of the control).
Risk Register
Filter:
| ID: 1 | Business | Contractor Management Program Structured program around to manage and monitor (sub)contractor activities. | ||
| IF | THEN | ACTION |
|---|---|---|
| IF the business does not have a contractor management program | THEN develop a CMP with the following elements: onboarding, training expectations, prequalifications, monitoring performance metrics, project closeout conditions, data collection strategy, safety/quality/environmental expectations, reporting requirements, feedback loops, communication hyerarchy and systems. Having a standard corrective actions and mitigation plan early-on is especially important for when a contractor underperforms. | Long-Term |
| IF the contractor management program is not implemented | THEN investigate the causes behind the implementation issue and perform corrective actions. | Short-Term |
| IF no client engagement to contractor management program | THEN provide training for the client entering into contract and ensure client is informed and engaged. Consider that each client is different so the CMP should be adapted accordingly. | Short-Term |
| IF contractor does not comply with requirements | THEN deploy a mitigation plan - with continuing monitoring. | Immediately |
| IF the information related to CMP is not easily accessbile | THEN make sure all information is transparent and accessible by all stakeholders and communicate this availability broadly. | Short-Term |
| ID: 2 | Business | Data-driven Safety Management and Actions Taken The data collection and decision-making systems that gives feedback to improve existing safety systems. | ||
| IF | THEN | ACTION |
| IF Not collecting consistent data (no structured data-collection system) | THEN create a formalized data collection strategy - (collection to action) | Long-Term |
| IF Not utilizing data collected (the data collected is not used by anyone) | THEN create a formalized data utilization strategy, invest in quality data - (collection to action) | Long-Term |
| IF Not collecting the leading indicators appropriate for your business | THEN benchmark from existing implementations - (see CSRA's safety leading indicators work) | Short-Term |
| IF Data collection system is not user-friendly | THEN pursue funding and bring a different platform. Consider the needs of your users for the data collection system. | Short-Term |
| IF Decision makers are not able to evaluate data | THEN provide user-friendly output with actionable information to avail faster and more accurate response from decision-makers. | Short-Term |
| ID: 3 | Business | Frontline Supervisor Leadership Training Policies/programs/procedures related to leadership training for managers closest to the work (frontline supervisors). | ||
| IF | THEN | ACTION |
| IF Leadership training does not exist | THEN create and provide necessary training (CSRA's leadership training reference) | Long-Term |
| IF Leadership training is not continuous - no refreshers | THEN create and implement periodic refreshers to complete the training | Short-Term |
| IF Training is given but there is lack of accountability | THEN Perform observations/assessments with a scorecard (reference). Request feedback from supervisors about the training and its applications in their day-to-day activities. Respond to the feedback as necessary to ensure buy-in. | Short-Term |
| IF Leadership training is not relevant (up-to-date) to the performed work | THEN Re-evaluate and revise training periodically. | Short-Term |
| ID: 4 | Business | Go/No Go (Safety Stop) Policy Policies related to work stoppages. | ||
| IF | THEN | ACTION |
| IF a safety-stop program does not exist | THEN create and communicate a formalized process and program for safety stops | Short-Term |
| IF there is no commitment and backing from leadership | THEN work with the leadership by presenting them with the benefits, necessity of having a safety stop program (reference). Request for policy support | Short-Term |
| IF no communication to the workers (so workers feel more comfortable) | THEN verbal and written communication to crews (has to be continuous ex. morning meetings) | Immediately |
| IF Retribution; workers are being penalized for stopping unsafe work | THEN immediately stop the penalization of workers for safety stops.Provide training on no blame, cause-oriented culture. | Immediately |
| IF Misapplication of safety-stop programs | THEN have final decision reviewed by safety. Provide training to all employees (leadership included). | Immediately |
| ID: 5 | Business | Incentives for Safe Behavior Positive reinforcement of safe behavior and direct controls on site. | ||
| IF | THEN | ACTION |
| IF Incentives driving reporting underground | THEN Evaluate your incentive program and remove all incentives and disincentives around lagging indicators. Only incentivize leading indicators and safe behavior. | Short-Term |
| IF Positive reinforcement is too general result in condoning unsafe behavior | THEN Be specific and timely with positive reinforcement. Having too much of a time gap between safe behavior and incentive will not result in effective positive reinforcement. | Short-Term |
| IF Not measuring the frequency of positive reinforcement | THEN Measure positive reinforcement feedback/ should be 5 -10 times negative feedback | Long-Term |
| IF Incentives are not consistent throughout the company | THEN Evaluate proper standards and programs for incentives throughout the company. | Long-Term |
| IF Incentives affecting driving unrealistic reporting | THEN Restructure the program so it does not directly incentivize reporting but safe behavior, leading indicators, etc . | Long-Term |
| ID: 6 | Business | Incident Investigation Learning Outcome Quality Existence and quality of an incident investigation program - to which degree the organization learns from the findings. | ||
| IF | THEN | ACTION |
| IF Not investigating incidents | THEN create and communicate an incident investigation procedure | Immediately |
| IF Timing is not a priority for incident investigation | THEN Leadership to provide the proper resources to implement and prioritize the investigation. | Short-Term |
| IF Quality of the investigation (determining remedial items) | THEN Training on investigation techniques and root-cause analyzis(reference qSLI from CSRA). Needs to be signed off by various levels of management for review | Short-Term |
| IF What gets investigated is unclear - no severity standardization to trigger investigations | THEN Determine what the company needs to investigate (document in a corporate standard) based on actual and potential severity incidents (reference to pSIF). Provide proper training accordingly. | Long-Term |
| IF Not having a procedure for who/how/when the investigation is held | THEN Develop a corrective action program that has a program owner to develop and implement. Make sure the timeline and expectations are clearly defined and communicated. | Long-Term |
| IF Incident investigation is not generating any knowledge | THEN Create and communicate a formalized process to capture information to be used in corrective actions program and intervention protocols. | Long-Term |
| ID: 7 | Business | Intervention Protocol Protocols related to the intervention activities to be performed from initiation to completion. | ||
| IF | THEN | ACTION |
| IF Not having a corrective action program | THEN Create and communicate a corrective action program that is tied to monitoring metrics (observations), audits and learning outcomes from incidents reports. At minimum this protocol includes for each corrective action: defined roles and responsibilities, expected | Long-Term |
| IF No closeout dates exist | THEN Make a defined schedule to finalize and report out planned interventions. | Immediately |
| IF Corrective action performance is not monitored | THEN Assign responsibility to monitor to an employee and tie to performance evaluations as percentage completion. | Long-Term |
| IF No accountability for closing out corrective actions. | THEN Establish clear expectations for corrective action owners and hold them accountable for timely completion. | Short-Term |
| IF Unrealistic interventions are planned | THEN Make them aling with the SMART initiative and reviewed by field personnel. Provide proper training, and budget. | Short-Term |
| IF There is no accurate log for corrective actions | THEN Create and commnuicate a monitoring log that is periodically updated and could be used to develop process reports, action plans, training and budget allocation priorities. | Short-Term |
| ID: 8 | Business | Investment in Safety R&D Any endeavor by the business to improve safety knowledge. | ||
| IF | THEN | ACTION |
| IF there is no safety R&D (for beginner R&D) | THEN Review regulatory and safety practices within the industry and look for opportuinities to engage | Long-Term |
| IF there is no safety R&D (for moderate R&D) | THEN Get involved within the consorcioum/community of practice association | Long-Term |
| IF there is no safety R&D (for advanced R&D) | THEN Reach out to research and development resources (external) OR Allocate budget for employees to become more involved with R&D (internal) | Long-Term |
| IF No internal innovations (for advanced R&D) | THEN Develop internal innovations and feedback system (within the company)/Allocate budget. | Long-Term |
| ID: 9 | Business | Outdated Safety Policies and Procedures Re-evaluation and updating of protocols for business safety policies and procedures. | ||
| IF | THEN | ACTION |
| IF Safety procedures are not reviewed by anyone | THEN management system to assign periodical reviews of the safety policies and procedures, make sure they are up-to-date and relevant to the work. | Immediately |
| IF Re-evaluation trigger systems do not exist / change management deficiencies (due to incident/policy change) | THEN create a procedure/plan to trigger re-evaluations | Short-Term |
| IF no buy-in from the collective business unit in practice | THEN implement a train and pledge to adhere system: (1) train - make sure all stakeholders (within & outside of the company) review and understand the safety policies and procedures, (2) pledge to adhere: make sure all stakeholders pledge to adhere by these policies and | Long-Term |
| ID: 10 | Business | Overdue Corrective Actions Management of corrective actions on site from diagnosis, review, intervention and implementation to closeout. | ||
| IF | THEN | ACTION |
| IF preventable events start to occur | THEN implement the overdue corrective actions immediately. | Immediately |
| IF preventable events start to occur | THEN reinforce accountability and associated consequences for future corrective actions. (to do so you would need: reliable monitoring of corrective actions that could be tied to performance reviews, feedback mechanisms, notifications to next manager up; see: Item #7) | Short-Term |
| IF unrealistic corrective actions | THEN Make them aling with the SMART initiative. Provide proper training, and budget. | Short-Term |
| IF no prioritized corrective actions list (not all corrective actions are created equal) | THEN generate a prioritized list that systematically considers the level of impact for each planned corrective action on the overall safety (consider using observations, incident investigations, site input etc. to prioritize) | Short-Term |
| IF no continuous monitoring of corrective actions plan (diagnosis, review, implementation, closure) | THEN create metrics around corrective actions that are regularly reported | Long-Term |
| IF corrective actions not applicable/change priorities | THEN establish a formalized extension and cancelation process. | Long-Term |
| ID: 11 | Business | Project Closeout Reviews Processing lessons learnt during or after a project. | ||
| IF | THEN | ACTION |
| IF high-turnover without capturing the employees' experience | THEN establish a structured offboarding / formal knowledge capturing program | Long-Term |
| IF no lessons learnt topics related to safety within the existing closeout process | THEN include safety as a topic. | Short-Term |
| IF no effective turnover to the next project / communication issues | THEN putting together an annual lessons learnt and progress review report that is stored in a common location. smaller company; a PM could do that. bigger company; technical office creates the doc and document control shares. | Short-Term |
| IF recording info in bulk/scattered without capturing effective information | THEN effective system for searching for info (easy to find format - define keywords for search criteria) | Long-Term |
| ID: 12 | Business | Safety Engagement in Performance Evaluations of Managers The inclusion of safety engagement as a performance indicator in the evaluation of managers closest to the work. | ||
| IF | THEN | ACTION |
| IF Overreporting: Quantity over Quality (defining what a good engagement looks like) | THEN Provide proper training and feedback to managers that lead these engagements. Provide a criteria list (measurement tool) that needs to be evaluated and reviewed in every engagement . See CSRA's qSLI project. | Long-Term |
| IF Evaluating the manager's engagement is unclear | THEN Have a target goal (numerical value) for the various categories of engagement | Long-Term |
| ID: 13 | Business | Training for Leaders to Engage The training that leaders receive to engage with the workforce. | ||
| IF | THEN | ACTION |
| IF Low Quality Engagements (defining what a good engagement looks like) | THEN Provide proper training and feedback to managers that lead these engagements. Provide a criteria list (measurement tool) that needs to be evaluated and reviewed in every engagement . See CSRA's qSLI project. | Short-Term |
| IF No training for Leaders to Engage | THEN Establish a training for leaders to engage with the workers (include communication, delivering a message, etc.) | Long-Term |
| IF Not all levels of leadership engage with the workforce | THEN Company to develop value added engagements on appropriate levels of leadership to engage with workers | Short-Term |
| ID: 14 | Business | Verified Safety Training The safety training program that is implemented in all projects of the business. | ||
| IF | THEN | ACTION |
| IF Not having an effective training program. | THEN Create a safety training program including the latest knowledge on workplace safety (A complete safety training program teaches task based safety, company safety culture, personal accountability and expectations for safety, safety monitoring plan, corrective actions processes, incentive systems, company safety vision, etc.) - See Adult learning references | Long-Term |
| IF Not monitoring verified safety training received - properly oriented | THEN have a tracking system in place with expiration dates and refresher assignments | Long-Term |
| ID: 15 | Crew | Clear Assigned Rules/Responsibility Are the crew members clear on assigned responsbilities? | ||
| IF | THEN | ACTION |
| IF injuries occur due to coorindation issues | THEN make sure everyone is fully engaged in job-briefs - ask & answer questions | Short-Term |
| IF quality issues / rework occur | THEN increase observations by supervisors and establish hold points | Short-Term |
| ID: 16 | Crew | Crew Size How many people are in the crew? | ||
| IF | THEN | ACTION |
| IF overstaffed (Planning issue) | THEN investigate the work management implication - shift workforce as needed. Give feedback to the estimation and planing groups. | Long-Term |
| IF not properly staffed | THEN realign staff - if the work cannot be safely completed, stop work and readjust resources. | Immediately |
| IF having too many inexperienced workers | THEN evaluate crew makeup and hire more experiences workers. Ensure sufficient mentoring is available for inexperienced workers. | Short-Term |
| ID: 17 | Crew | Days on Shift How many days have the workers been working without a day off? | ||
| IF | THEN | ACTION |
| IF fatigue due to too many days working and resultant quality and safety issues | THEN create and communicate formal fatigue assessment program - give crews time off to recover. Notify project management and planning. | Short-Term |
| IF complacancy | THEN evaluate job rotations, adequate supervision & proactive observations | Short-Term |
| ID: 18 | Crew | Field Management to Worker Ratio Is the field management to worker ratio sufficient? Is there enough supervision present on site? | ||
| IF | THEN | ACTION |
| IF inadequate quantity of supervision | THEN hire more resources (crew leaders, foreman) or shift workforce. Notify estimating for better future planning. | Short-Term |
| IF inadequate quality of supervision | THEN create and implement a training program for supervisors for their professional development OR support external continuing education programs. | Long-Term |
| ID: 19 | Crew | Newly Formed Crew Have the crew members just started working together recently? | ||
| IF | THEN | ACTION |
| IF miscommunication | THEN use pre-job planning tools to create proactive communication related to assignments, communication and reporting requirements, work-related information, quality and safety expectations. Make sure to get feedback from the crew. | Short-Term |
| IF misalignment between crew members | THEN make sure the roles and responsibilities are understood by all crew members. If there is a gap in responsbilities report to site supervisor, and project management. | Short-Term |
| IF coordination issues | THEN observe and assess supervisor qualities and capabilities. | Immediately |
| ID: 20 | Crew | Understaffing Is the crew size appropriate to complete this task safely? | ||
| IF | THEN | ACTION |
| IF not enough people to perform this task (production pressure & injuries) | THEN shift or hire workforce as needed. If resources are not available, adjust productivity planning and communicate with project management to manage client expectations. Give feedback to the estimation and planing groups. | Short-Term |
| IF not enough people to perform this task - High Risk Task | THEN Stop work | Immediately |
| ID: 21 | Project | Alignment in Project Management To what extent do the priorities of the project management team align? | ||
| IF | THEN | ACTION |
| IF priorities (safety, quality, cost, schedule) are misaligned | THEN convene management team to ensure alignment for client deliverables and site expectations | Immediately |
| IF established performance metrics are not being met | THEN convene management team to develop a recovery plan for internal performance metrics to be met | Short-Term |
| IF scopes are not being executed as per schedule milestones (increased pressure) | THEN management team to convene and discuss a recovery plan and related resource allocations. Revise schedules for clients, safety as the first priority is re-established. | Immediately |
| IF scopes are not being executed as per schedule milestones (increased pressure) | THEN ensure frequent monitoring of scopes and schedule completion (planning for safe and on-time completion). | Long-Term |
| ID: 22 | Project | Complete Written Operational Procedures Existence of clear instruction about how to perform tasks. | ||
| IF | THEN | ACTION |
| IF high risk task being performed without operational procedure | THEN stop work, seek resources, and discuss with the site team | Immediately |
| IF high risk task being performed without operational procedure | THEN development of a procedure | Short-Term |
| IF procedure not readily available | THEN stop work, ensure a procedure is in place before starting work | Immediately |
| IF procedure not readily available | THEN evaluate communication and storage strategy | Short-Term |
| IF operational procedure misalign with safety guidelines or is inadequate/outdated (not practical) | THEN stop work, create temporary procedure that aligns with safety guidelines and up-to-date with the work being performed before the work continues. | Immediately |
| IF operational procedure misalign with safety guidelines or is inadequate/outdated (not practical) | THEN revise operational procedure and communicate to the site for implementation. | Short-Term |
| ID: 23 | Project | Complete Written Safety Procedures Existence of clear instruction about how to take safety precautions appropriate for the task. | ||
| IF | THEN | ACTION |
| IF scope of work has changed - there are unidentified hazards | THEN stop work - address the unidentified high energy hazards - engage stakeholders. | Immediately |
| IF safety procedure is not communicated to the site before the scope execution | THEN stop work - communicate the safety procedure | Immediately |
| IF safety procedure is not communicated to the site before the scope execution | THEN identify gaps in current process and enhance training program to include communication protocols and revise the management system to make sure changes to safety procedures are communicated timely. | Short-Term |
| IF safety procedure misalign with operational processes or is inadequate/outdated (not practical) | THEN stop work, create temporary safety procedure that aligns with operational processes and up-to-date with the work being performed before the work continues. | Immediately |
| IF safety procedure misalign with operational processes or is inadequate/outdated (not practical) | THEN revise safety procedure and communicate to the site for implementation. | Short-Term |
| ID: 24 | Project | Contractor Prequalification The process for selecting contractors or subcontractors. | ||
| IF | THEN | ACTION |
| IF limited contractor selection standardization | THEN create a standardized progress for contractor selection and prequalification | Short-Term |
| IF current contractors are not meeting prequalifications or have not been approved | THEN create a risk mitigation plan - stop work if high risk work. | Short-Term |
| IF current contractors are not meeting prequalifications | THEN identify gaps in prequalification and selection process. If the prequalification item is unnecesssary or outdated revise the selection process. If the selection criteria is required, take remedial action to get the contractors prequalified. | Long-Term |
| IF during site observations a contractor is found that has not been approved for site | THEN elevate the situation to the project management and client and plan for retroactive prequal. as remedial action. | Immediately |
| ID: 25 | Project | Document Control - Knowledge management Management systems that include all data related to procedures, design, safety, quality, etc. | ||
| IF | THEN | ACTION |
| IF do not have a formal knowledge management system | THEN develop a temporary system for the specific project | Short-Term |
| IF do not have a formal knowledge management system | THEN develop a company-wide, stardardized and consistent knowledge management system | Long-Term |
| IF outdated documents/duplication/version control | THEN remove outdated or duplicated documents | Immediately |
| IF outdated documents/duplication/version control | THEN create standard documentation to manage/monitor the changes to documents and control duplications. Update this document with a set frequency. | Short-Term |
| IF documents not easily accessible | THEN review and redesign the knowledge management systems, seek input from field | Long-Term |
| IF documents available are not relevant | THEN review the documents available, update and/or remove the ones that are no longer relevant, identify needed documents | Immediately |
| IF documents available are not relevant | THEN develop a company-wide, stardardized and consistent knowledge management system | Long-Term |
| ID: 26 | Project | Environmental Factors All environmental factors that affect the work site. Illumination, surfaces, biodiversity | ||
| IF | THEN | ACTION |
| IF illumination is not adequate | THEN Conduct an assessment on lighting levels; address findings, ensure facilities has a process to report and conduct inspections of workspaces. | Immediately |
| IF walking surfaces are a hazard | THEN Ensure adequate drainage, traction and mats are supplied; use reflective tape/visual indicators to call attention to hazards (steps, changes in elevation); ensure adequate conduct frequent assessments (consider an annual audit program/structural integrity) ; apply immediate action or install signage/barricades; use slip resistant soles/ ice cleats. Standing Water: Utilize pumps to remove water, use PPE, | Immediately |
| IF Animals/insects are a hazard | THEN Consult with pest control for insects; wear approved insect spray (i.e. not to interfere with FR) For dogs: Use protective equipment such as dog spray or barriers/umbrella. Flag accounts with known aggressive dogs. Ask homeowners to secure dogs. | Immediately |
| IF Poisonous plants are a hazard | THEN Wear long-sleeved shirts, pants and gloves, user barrier creams | Immediately |
| IF chemical exposure/toxic substance is a factor | THEN Use wet methods, ventilation, fume hoods. Use PPE: respiratory protection, eye protection, and gloves. Limit exposure. | Immediately |
| ID: 27 | Project | Equipment Defective, Malfunctioning, Or Ageing The vehicles and heavy equipment on site are well-maintained, up-to-date with certifications, etc. | ||
| IF | THEN | ACTION |
| IF equipment not well maintained | THEN take equipment out of service, determine if a substitute is available for rental | Immediately |
| IF equipment not well maintained | THEN ensure established maintenence procedures exist and are followed | Short-Term |
| IF no clear responsibility for fleet management | THEN identify fleet owner, take defective equipment out of service, log issue | Short-Term |
| IF no clear responsibility for fleet management | THEN establish and execute owning/lease/rent and operating strategy | Long-Term |
| IF observed wear/damage during operator walk-around | THEN determine operation safety risk, contact fleet manager | Immediately |
| IF maintenance records are not complete | THEN contact fleet manager | Short-Term |
| IF equipment malfunction | THEN take out of service/LOTO, as applicable | Immediately |
| IF equipment malfunction | THEN identify why malfunctioned equipment was being used and contact equipment distributor | Short-Term |
| ID: 28 | Project | Job Safety Orientation Safety orientations where employees are provided with information about hazards, controls, rules, expectations of the site safety. | ||
| IF | THEN | ACTION |
| IF not completed for new hire/transfer | THEN provide orientation | Immediately |
| IF not completed for new hire/transfer | THEN make sure there is an electronic system in place that tracks/enforces new hires to complete orientation trainings. | Short-Term |
| IF poor quality (overwhelming, incomplete) | THEN identify gaps and causes of the poor quality orientations. Develop corrective actions to improve the quality. (use feedback surveys, observations, focus groups, etc.) | Long-Term |
| ID: 29 | Project | Presence of A Project Manager Project/site manager is the person who is the highest in the organization who has this project as his/her primary responsibility. | ||
| IF | THEN | ACTION |
| IF not onsite for expected amount of time/frequency/duration | THEN provide additional training and communication of expectations to the project manager | Immediately |
| IF not onsite for expected amount of time/frequency/duration | THEN review staffing needs and work distribution | Short-Term |
| IF not visible (not/poorly engaged) | THEN senior level intervention (see: leadership engagements, restaffing, job transfers, etc.) | Short-Term |
| ID: 30 | Project | Quality of Leadership Engagements Discussions held between leaders (VP, regional managers, etc. – no boots on ground) and workers. | ||
| IF | THEN | ACTION |
| IF visits are too infrequent | THEN establish a standard visit frequency | Short-Term |
| IF lack of demonstrating commitment to safety | THEN See literature on 'quality leadership engagements', and provide training for better engadgement | Long-Term |
| ID: 31 | Project | Quality of Supervisor Quality of level of on-site management between the foreman/crew lead and the project manager. | ||
| IF | THEN | ACTION |
| IF supervisor does not have strong social skills | THEN assess evaluation criteria, coaching, mentoring, training | Short-Term |
| IF supervisor does not have strong technical skills | THEN identify the technical skills needed and provide training accordingly | Short-Term |
| IF supervisor does not have problem solving skills | THEN assess evaluation criteria, coaching, mentoring, training | Short-Term |
| IF supervisor does not align with organizational values | THEN individualized intervention to the supervisor in form of coaching and additional training | Immediately |
| ID: 33 | Project | Scope Change Major scope changes that affect budget, schedule, materials, equipment, or personnel (e.g., change orders). | ||
| IF | THEN | ACTION |
| IF there is no change management system | THEN create and communicate a change management system that includes change identification, categorizing, communication, reporting, quantification, and implementation. (See SMART criteria) | Long-Term |
| IF failure to understand/communicate major project goals/deliverables of the change | THEN determine standardized process for change communication and management | Short-Term |
| IF unidentified risks and controls associated to the new scope | THEN stop work - identify the new risks and necessary controls, ensure the necessary controls are in place before starting work | Immediately |
| IF poor communication of risk assessment | THEN identify standard protocols to communicate the new risk assessment imposed after a scope change | Short-Term |
| IF failure to understand/communicate major project goals/deliverables | THEN determine standardized process for change communication and management | Long-Term |
| IF failure to execute timely risk assessments for the scope changes | THEN create and communicate a standardized process to perform and report risk assessments for each scope change | Immediately |
| ID: 34 | Project | Supervisor/Lead Participation/Review of The Pre-job Meeting The participation and rewview of supervisors during the pre-job meetings. | ||
| IF | THEN | ACTION |
| IF crew has poor pre-job meeting participation/comprehension of daily tasks | THEN stop work - make sure the crew engages in a pre-job meeting lead by a supervisor | Immediately |
| IF poor participation/comprehension from crew of daily tasks | THEN create a process to increase the quality of pre-job meetings (engaged crew, clear message, etc.) and monitor results by periodically observing random pre-job meetings | Short-Term |
| IF poor quality of execution of the pre-job meetings | THEN revisit pre-job meeting requirements/templates and go over the basics of a quality pre-job meeting (CSRA scorecard) | Long-Term |
| ID: 35 | Project | Supervisor to Worker Ratio Ratio of the supervisors to the workers in the project/business unit. | ||
| IF | THEN | ACTION |
| IF deviation from accepted supervisor to worker ratio due to scope change, absence, etc. | THEN leadership reevaluates supervisor/worker ratio in compliance with (customer/internal) requirements. Allocate resources or work plan to adjust the supervisor to worker ratio. | Short-Term |
| IF you have lone workers and remote sites | THEN have a lone/remote work plan that includes periodic check-ins, SOS protocols, GPS tracking, etc. | Short-Term |
| IF if relevant project performance metrics including safety lag from expected targets | THEN modify supervisor/worker ratio in compliance with (customer/internal) requirements | Long-Term |
| ID: 36 | Project | Upper Management Safety Commitment Managerial issues around safety - sufficient funding, staffing, etc. | ||
| IF | THEN | ACTION |
| IF Insufficient funding | THEN Identify true costs for (Incidents, Insurance adjustments, Investigations, Medical Screening, Training, Inspection/Testing, Personal Protective Equipment, Safety Consumables, etc.). Compare these values and create planning/estimating standards for safety management. | Short-Term |
| IF Insufficient staffing | THEN 1. Review project work plan to identify individual work activities to establish minimum safe operating staffing levels on a per activity basis. Evaluate current Project planning estimates and assumptions for accuracy in determining per activity minimum staffing levels. (Historical data evaluation) 2. Increase technical skills training and cross-training to afford greater staff resilience in addressing operation slack or surge. | Short-Term |
| IF Insufficient leadership commitment | THEN Make the detailed business case, including the direct and indirect costs of injuries, for safety as a characteristic of a resilient organization, capable of producing quality, reliable outcomes with minimal waste, damage, and injury. | Short-Term |
| ID: 37 | Project | Validated Project Leading Indictors The injury prevention activities performed on site (e.g., pre-job safety briefs, observations, and audit scores). | ||
| IF | THEN | ACTION |
| IF not meeting pre established leading indicator metrics | THEN investigate the reasons of the noncompliance | Immediately |
| IF not meeting pre established leading indicator metrics | THEN inform upper management, reiterate the leading indicator selection and monitor for compliance | Short-Term |
| IF poor quality of completed activites | THEN investigate the reasons of the noncompliance and provide additional training on best practices | Short-Term |
| ID: 38 | Project | Weather Conditions The conditions due to weather like temperature, wind, or precipitation. | ||
| IF | THEN | ACTION |
| IF lose a day(s) due to weather | THEN incorporate safety risk management into the recovery plan and communicate to the site | Short-Term |
| IF adverse weather conditions are predicted | THEN activate safety related emergency plan and adjust operations accordingly | Short-Term |
| IF longer-term weather impacts have occurred | THEN assess impacts to operations and ensure there is adequate allocation of resources | Long-Term |
| ID: 39 | Project | Work is in Major Transition Any major anticipated changes to work type, personnel, equipment, materials, or critical hazards/controls. | ||
| IF | THEN | ACTION |
| IF major work transition observed between tasks not on schedule | THEN increase supervision on site during the transition period and verify plan is being followed | Immediately |
| IF major work transition observed between tasks not on schedule | THEN ensure project planning accounts for the site constraints and task risks to ensure the transition is smooth | Short-Term |
| ID: 40 | Project | Work Permit Re-Validation Work Permit processes-ex: documents that describe safe work policies and plans (beyond pre-job briefs) for the work being performed. | ||
| IF | THEN | ACTION |
| IF Documents incomplete | THEN seek competent resources from site to identify deficiencies and complete the documents. | Immediately |
| IF Scope of work change | THEN review protocols to identify actions for scope change. If not available, establish requirements or procedure. | Short-Term |
| IF Permit requirements not fully understood | THEN stop work - immediate coaching and ensure clarity | Immediately |
| IF Permit requirements not fully understood | THEN include the work permitting process in training requirements with assessments | Long-Term |
Potential Predictors
Filter:
| Rank | Category | Potential Predictor | Risk Register | Brief Definition |
|---|---|---|---|---|
| 1 | Project | Presence of A Project Manager | Project/site manager is the person who is the highest in the organization who has this project as his/her primary responsibility. | |
| 2 | Crew | Field Management to Worker Ratio | Is the field management to worker ratio sufficient? Is there enough supervision present on site? | |
| 3 | Project | Supervisor to Worker Ratio | Ratio of the supervisors to the workers in the project / business unit. | |
| 4 | Business | Intervention Protocol | Protocols related to the intervention activities to be performed from initiation to completion. | |
| 5 | Project | Validated Project Leading Indictors | The injury prevention activities performed on site (e.g., pre-job safety briefs, observations, and audit scores). | |
| 6 | Business | Investment in Safety R&D | Any endeavor by the business to improve safety knowledge. | |
| 7 | Business | Go/No Go (Safety Stop) Policy | Policies related to work stoppages. | |
| 8 | Business | Overdue Corrective Actions | Management of corrective actions on site from diagnosis, review, intervention and implementation to closeout. | |
| 9 | Business | Incident Investigation Learning Outcome Quality | Existence and quality of an incident investigation program - to which degree the organization learns from the findings. | |
| 10 | Business | Safety in Performance Evaluations of Managers | The inclusion of safety engagement as a performance indicator in the evaluation of managers closest to the work. | |
| 11 | Business | Training for Leaders to Engage | The training that leaders receive to engage with the workforce. | |
| 12 | Crew | Newly Formed Crew | Have the crew members just started working together recently? | |
| 13 | Project | Complete Written Safety Procedures | Does clear written instruction exist about how to take safety precautions appropriate for the task? | |
| 14 | Project | Supervisor Review of The Pre-job Meeting | The participation and rewview of supervisors during the pre-job meetings. | |
| 15 | Project | Document Control - Latest Versions | Management systems that include all data related to procedures, design, safety, quality, etc. | |
| 16 | Crew | Crew Size | How many people are in the crew? | |
| 17 | Crew | Days on Shift | How many days have the workers been working without a day off? | |
| 18 | Crew | Clear Assigned Rules/Responsibility | Are the crew members clear on assigned responsbilities? | |
| 19 | Project | Equipment Defective, Malfunctioning, Or Ageing | The vehicles and heavy equipment on site are well-maintained, up-to-date with certifications, etc. | |
| 20 | Project | Job Safety Orientation | Safety orientations where employees are provided with information about hazards, controls, rules, expectations of the site safety. | |
| 21 | Business | Verified Safety Training | The safety training program that is implemented in all projects of the business. | |
| 22 | Business | Incentives for Safe Behavior | Positive reinforcement of safe behavior and direct controls on site. | |
| 23 | Project | Complete Written Operational Procedures? | Does clear written instruction exist about how to perform tasks? | |
| 24 | Project | Contractor Prequalification | What are the priorities of the sub/contractor selection process? | |
| 25 | Project | Environmental Factors | All environmental factors that affect the work site. Illumination, surfaces, biodiversity | |
| 26 | Project | Alignment in Project Management | To what extent do the priorities of the project management team align? | |
| 27 | Project | Safety Risk of The Task/Project | Identification of the key factors that contribute to injuries in risk assessments. | |
| 28 | Business | Outdated Safety Policies and Procedures | Re-evaluation and updating of protocols for business safety policies and procedures. | |
| 29 | Business | Data-driven Safety Management and Actions Taken | The data collection and decision-making systems that gives feedback to improve existing safety systems. | |
| 30 | Business | Frontline Supervisor Leadership Training | Policies/programs/procedures related to leadership training for managers closest to the work (frontline supervisors). | |
| 31 | Crew | Understaffing | Is the crew size appropriate to complete this task safely? | |
| 32 | Project | Scope Change | Major scope changes that affect budget, schedule, materials, equipment, or personnel (e.g., change orders). | |
| 33 | Project | Weather Conditions | The conditions due to weather like temperature, wind, or precipitation. | |
| 34 | Project | Work Permit Re-Validation | Work Permit processes - ex: documents that describe safe work policies and plans (beyond pre-job briefs) for the work being performed. | |
| 35 | Project | Upper Management Safety Commitment | Managerial issues around safety - sufficient funding, staffing, etc. | |
| 36 | Project | Work is in Major Transition | Any major anticipated changes to work type, personnel, equipment, materials, or critical hazards/controls. | |
| 37 | Business | Contractor Management Program | Structured program around to manage and monitor (sub)contractor activities | |
| 38 | Project | Quality of Leadership Engagements | Discussions held between leaders (VP, regional managers, etc. – no boots on ground) and workers. | |
| 39 | Business | Project Closeout Reviews | Processing lessons learnt during or after a project. | |
| 40 | Project | Quality of Supervisor | Quality of level of on-site management between the foreman/crew lead and the project manager. |